Is it a Disaster or a crisis? The context of latency in management strategy

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Latency in management Strategy in the Mindset can cause misunderstanding in distinguishing a Disaster from a Crisis which can be generated unintentionally or intentionally. To mitigate consequences depends on whether the cause of the disorder is clearly understood or not! Many serious accidents such as Fukushima, Bhopal, Chernobyl and Three Mile Island show vast consequences, although different but primarily related to a similar factor, which is "Human Deficiency". Literature shows, although leadership and top management and processes and mechanisms and also good strategies are existent, yet problems remain. The fact is that there are fewer studies formulated in this field, from the crisis management strategies point of view, this is the deficiency. The objective in this Article is to shed light on the Importance and how to better understand Latency in management Strategy at the Leadership and Top Management level and to better know the reality (Especially to Distinguish a Crisis from a Disaster) to better act based on the real management strategy in the Mindset (Based on the mind bandwidth). Also to understand whether ignoring ignorance is a good management strategy in time of crisis and will it buy time and be effective or the other way around. Finally, we understand that reality may be completely different from what is assumed, understood and seen. To better understand the reality we propose a method or to better say a Model that tends to focus and concentrate on the statement of latency in management strategy process and which shows how and trough which windows (Soft, Semi Soft and Hard Spheres) we can get into it and to say how to better understand the function of latency in management strategy which can help us to distinguish a crisis from a disaster.

Original languageEnglish
Title of host publicationProceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014
PublisherGlobal Risk Forum (GRF)
Pages768-771
Number of pages4
Publication statusPublished - 2014
Event5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014 - Davos
Duration: 24 Aug 201428 Aug 2014

Other

Other5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014
CityDavos
Period24/8/1428/8/14

Fingerprint

Disasters
Accidents
Bandwidth

Keywords

  • Crisis
  • Crisis mangement
  • Disaster
  • Disaster management
  • Latency in management
  • Management
  • Management strategy

ASJC Scopus subject areas

  • Safety, Risk, Reliability and Quality

Cite this

Yavar, B., & Mohd Ali, K. A. (2014). Is it a Disaster or a crisis? The context of latency in management strategy. In Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014 (pp. 768-771). Global Risk Forum (GRF).

Is it a Disaster or a crisis? The context of latency in management strategy. / Yavar, Bijan; Mohd Ali, Khairul Anuar.

Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014. Global Risk Forum (GRF), 2014. p. 768-771.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Yavar, B & Mohd Ali, KA 2014, Is it a Disaster or a crisis? The context of latency in management strategy. in Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014. Global Risk Forum (GRF), pp. 768-771, 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014, Davos, 24/8/14.
Yavar B, Mohd Ali KA. Is it a Disaster or a crisis? The context of latency in management strategy. In Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014. Global Risk Forum (GRF). 2014. p. 768-771
Yavar, Bijan ; Mohd Ali, Khairul Anuar. / Is it a Disaster or a crisis? The context of latency in management strategy. Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014. Global Risk Forum (GRF), 2014. pp. 768-771
@inproceedings{ff9370a076cf479882fbf66675c76c4a,
title = "Is it a Disaster or a crisis? The context of latency in management strategy",
abstract = "Latency in management Strategy in the Mindset can cause misunderstanding in distinguishing a Disaster from a Crisis which can be generated unintentionally or intentionally. To mitigate consequences depends on whether the cause of the disorder is clearly understood or not! Many serious accidents such as Fukushima, Bhopal, Chernobyl and Three Mile Island show vast consequences, although different but primarily related to a similar factor, which is {"}Human Deficiency{"}. Literature shows, although leadership and top management and processes and mechanisms and also good strategies are existent, yet problems remain. The fact is that there are fewer studies formulated in this field, from the crisis management strategies point of view, this is the deficiency. The objective in this Article is to shed light on the Importance and how to better understand Latency in management Strategy at the Leadership and Top Management level and to better know the reality (Especially to Distinguish a Crisis from a Disaster) to better act based on the real management strategy in the Mindset (Based on the mind bandwidth). Also to understand whether ignoring ignorance is a good management strategy in time of crisis and will it buy time and be effective or the other way around. Finally, we understand that reality may be completely different from what is assumed, understood and seen. To better understand the reality we propose a method or to better say a Model that tends to focus and concentrate on the statement of latency in management strategy process and which shows how and trough which windows (Soft, Semi Soft and Hard Spheres) we can get into it and to say how to better understand the function of latency in management strategy which can help us to distinguish a crisis from a disaster.",
keywords = "Crisis, Crisis mangement, Disaster, Disaster management, Latency in management, Management, Management strategy",
author = "Bijan Yavar and {Mohd Ali}, {Khairul Anuar}",
year = "2014",
language = "English",
pages = "768--771",
booktitle = "Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014",
publisher = "Global Risk Forum (GRF)",

}

TY - GEN

T1 - Is it a Disaster or a crisis? The context of latency in management strategy

AU - Yavar, Bijan

AU - Mohd Ali, Khairul Anuar

PY - 2014

Y1 - 2014

N2 - Latency in management Strategy in the Mindset can cause misunderstanding in distinguishing a Disaster from a Crisis which can be generated unintentionally or intentionally. To mitigate consequences depends on whether the cause of the disorder is clearly understood or not! Many serious accidents such as Fukushima, Bhopal, Chernobyl and Three Mile Island show vast consequences, although different but primarily related to a similar factor, which is "Human Deficiency". Literature shows, although leadership and top management and processes and mechanisms and also good strategies are existent, yet problems remain. The fact is that there are fewer studies formulated in this field, from the crisis management strategies point of view, this is the deficiency. The objective in this Article is to shed light on the Importance and how to better understand Latency in management Strategy at the Leadership and Top Management level and to better know the reality (Especially to Distinguish a Crisis from a Disaster) to better act based on the real management strategy in the Mindset (Based on the mind bandwidth). Also to understand whether ignoring ignorance is a good management strategy in time of crisis and will it buy time and be effective or the other way around. Finally, we understand that reality may be completely different from what is assumed, understood and seen. To better understand the reality we propose a method or to better say a Model that tends to focus and concentrate on the statement of latency in management strategy process and which shows how and trough which windows (Soft, Semi Soft and Hard Spheres) we can get into it and to say how to better understand the function of latency in management strategy which can help us to distinguish a crisis from a disaster.

AB - Latency in management Strategy in the Mindset can cause misunderstanding in distinguishing a Disaster from a Crisis which can be generated unintentionally or intentionally. To mitigate consequences depends on whether the cause of the disorder is clearly understood or not! Many serious accidents such as Fukushima, Bhopal, Chernobyl and Three Mile Island show vast consequences, although different but primarily related to a similar factor, which is "Human Deficiency". Literature shows, although leadership and top management and processes and mechanisms and also good strategies are existent, yet problems remain. The fact is that there are fewer studies formulated in this field, from the crisis management strategies point of view, this is the deficiency. The objective in this Article is to shed light on the Importance and how to better understand Latency in management Strategy at the Leadership and Top Management level and to better know the reality (Especially to Distinguish a Crisis from a Disaster) to better act based on the real management strategy in the Mindset (Based on the mind bandwidth). Also to understand whether ignoring ignorance is a good management strategy in time of crisis and will it buy time and be effective or the other way around. Finally, we understand that reality may be completely different from what is assumed, understood and seen. To better understand the reality we propose a method or to better say a Model that tends to focus and concentrate on the statement of latency in management strategy process and which shows how and trough which windows (Soft, Semi Soft and Hard Spheres) we can get into it and to say how to better understand the function of latency in management strategy which can help us to distinguish a crisis from a disaster.

KW - Crisis

KW - Crisis mangement

KW - Disaster

KW - Disaster management

KW - Latency in management

KW - Management

KW - Management strategy

UR - http://www.scopus.com/inward/record.url?scp=84924941891&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84924941891&partnerID=8YFLogxK

M3 - Conference contribution

AN - SCOPUS:84924941891

SP - 768

EP - 771

BT - Proceedings of the 5th International Disaster and Risk Conference: Integrative Risk Management - The Role of Science, Technology and Practice, IDRC Davos 2014

PB - Global Risk Forum (GRF)

ER -